A new methodology is shifting the focus of the annual Analyst Value Survey onto the professional’s experience of analysts. Unlike previous years, where value was expressed in concrete services, the 2018 AVS is asking executives to describe the value of analysts in their own words. The survey is now publically live at analystvaluesurvey.com, via a Read more about New method for Analyst Value Survey[…]

Our recent article on IoT prompted a rejoinder from Saverio Romeo, Chief Research Officer at Beecham Research and visiting fellow at the Birkbeck Centre for Innovation Management Research at the University of London. I do not see the Internet of Things as a technology. I see the Internet of Things as vision and the implementation Read more about IoT is not technology, but vision[…]

Analysts and advisors following the Internet of Things (IoT) see many aspects to the sector’s massive underlying growth opportunity. We’ve taken a look at some of the early responses to the Analyst Attitude Survey. In other areas, advisors and analysts had a lot to say about the challenges facing vendors. With IoT, however, the opportunities Read more about IoT analysts: focus, but look for new market opportunities[…]

Recessions typically change technology and telecommunications vendors’ priorities and activities. One of the most common changes is to cut back on marketing, especially brand building and other “fluffy” activities, to reduce expenses. At the same time, there is more emphasis on selling, especially for those vendors that sell direct to large enterprises. Another change is to focus on core markets and reduce effort in secondary markets. There are several dangers for analyst relations (AR) programs in economic downturns:

AR is associated with “fluffy” marketing and subject to headcount and budget cuts

AR is not closely associated with driving revenues

AR’s priorities become out-of-sync with new corporate or business unit priorities

AR is executing its original plan (or typical activities if there was no plan)

AR is reporting metrics that do not seem relevant to executives

If AR is to avoid been the target of budget and headcount cuts is it critical to ensure that it is aligned with corporate priorities and demonstrating positive economic contributions. While this seems obvious, too many AR programs are so caught up in reactive mode or simply doing normal day-to-day tasks that they don’t see the danger forming. As a consequence, these programs have a greater likelihood of getting cut than those AR managers and teams that proactively or preemptively move to change their focus.

When AR programs are considering what has to change during a recession they should remember to work and spend differently. Only doing one is not enough. SageCircle has published or will be publishing a series of posts addressing a variety of recession-oriented topics (see lists below).

SageCircle Technique:

AR should do a zero-based rethink of its priorities and activities to match changing corporate priorities

AR needs to ruthlessly focus on those activities that make an economic impact

AR should completely rethink of its measurement and reporting program to emphasize impact on sales

AR has to shamelessly market its contributions to its executive sponsors

AR should develop a regular program to revisit priorities and activities because recessions can cause enterprises to change their corporate goals

Bottom Line: Recessions are never pleasant experiences. However, AR managers that refocus their efforts can minimize the negative impact to their programs.

Question: How are you working and spending differently in this recession?